75P00124R00051 - Integrated Personnel and Payroll Services Solicitation.pdf

SEE ADDENDUMIS CHECKED

CODE 18a. PAYMENT WILL BE MADE BY

CODE

FACILITYCODE

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN OFFER

OFFEROR

OAMS

See Schedule

CODE 16. ADMINISTERED BYCODE

X

X

X

541214

SIZE STANDARD:

100.00 % FOR:SET ASIDE:UNRESTRICTED OROAMS

REQUEST FOR

PROPOSAL

(RFP)

INVITATION

FOR BID (IFB)

10. THIS ACQUISITION ISCODE

REQUEST FOR

QUOTE (RFQ)

14. METHOD OF SOLICITATION

13b. RATING

NORTH AMERICAN INDUSTRY

CLASSIFICATION STANDARD

(NAICS):

SMALL BUSINESS

08/15/2024 1200 ET

07/26/2024

3852857382JACOB MATTHEWS

(No collect calls)

INFORMATION CALL:

FOR SOLICITATION 8. OFFER DUE DATE/LOCAL TIMEb. TELEPHONE NUMBER a. NAME

4. ORDER NUMBER3. AWARD/ 6. SOLICITATION

75P00124R00051

5. SOLICITATION NUMBER

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS 1. REQUISITION NUMBER PAGE OF

1 208 OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

TELEPHONE NO.

17a. CONTRACTOR/

15. DELIVER TO

Rockville MD 20857 15E 10D 5600 Fishers Lane Office of Acquisition Management Services

9. ISSUED BY

7.

2. CONTRACT NO.

EFFECTIVE DATE

$39

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK BELOW

ISSUE DATE

DELIVERY FOR FREE ON BOARD

(FOB) DESTINATION UNLESS

BLOCK IS MARKED

11.

SEE SCHEDULE

12. DISCOUNT TERMS THIS CONTRACT IS A RATED

ORDER UNDER THE DEFENSE

PRIORITIES AND ALLOCATIONS

SYSTEM - DPAS (15 CFR 700)

13a.

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

(SDVOSB)

HUBZONE SMALL

BUSINESS

8(A)

OS/ASA/OAMS

WOMEN-OWNED SMALL

BUSINESS (WOSB)

ECONOMICALLY DISADVANTAGED

WOMEN-OWNED SMALL

BUSINESS (EDWOSB)

24.

AMOUNT

23.

UNIT PRICE

22.

UNIT

21.

QUANTITY

20.

SCHEDULE OF SUPPLIES/SERVICES

19.

ITEM NO.

ADMINISTERED BY:

OS/ASA/OAMS

Office of Acquisition Management Services 5600 Fishers Lane 15E 10D Rockville MD 20857 USA

(Use Reverse and/or Attach Additional Sheets as Necessary)

HEREIN, IS ACCEPTED AS TO ITEMS:

DATED

ANNE M. MINEWEASER

. YOUR OFFER ON SOLICITATION (BLOCK 5),

INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE SET FORTH

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND DELIVER

ARE

ARE

31c. DATE SIGNED

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA

31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER (Type or print)

ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY ADDITIONAL

SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED.

27a. SOLICITATION INCORPORATES BY REFERENCE (FEDERAL ACQUISITION REGULATION) FAR 52.212-1, 52.212-4. FAR 52.212-3

AND 52.212-5 ARE ATTACHED. ADDENDA

26. TOTAL AWARD AMOUNT (For Government Use Only)

OFFER

STANDARD FORM 1449 (REV. 11/2021)

Prescribed by GSA - FAR (48 CFR) 53.212

ARE NOT ATTACHED.

ARE NOT ATTACHED.

AUTHORIZED FOR LOCAL REPRODUCTION

PREVIOUS EDITION IS NOT USABLE

30b. NAME AND TITLE OF SIGNER (Type or print)

30a. SIGNATURE OF OFFEROR/CONTRACTOR

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN

25. ACCOUNTING AND APPROPRIATION DATA

29. AWARD OF CONTRACT: REFERENCE

32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE

32c. DATE 32b. SIGNATURE OF AUTHORIZED GOVERNMENT REPRESENTATIVE

ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED:

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED

40. PAID BY39. S/R VOUCHER NUMBER38. S/R ACCOUNT NUMBER

37. CHECK NUMBER

FINALPARTIAL

36. PAYMENT

FINALPARTIAL

35. AMOUNT VERIFIED

CORRECT FOR

34. VOUCHER NUMBER33. SHIP NUMBER

COMPLETE

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

42d. TOTAL CONTAINERS42c. DATE REC'D (YY/MM/DD)

42b. RECEIVED AT (Location)

42a. RECEIVED BY (Print)

41c. DATE41b. SIGNATURE AND TITLE OF CERTIFYING OFFICER

41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT

STANDARD FORM 1449 (REV. 11/2021) BACK

24.

AMOUNT

23.

UNIT PRICE

22.

UNIT

21.

QUANTITY

20.

SCHEDULE OF SUPPLIES/SERVICES

19.

ITEM NO.

32f. TELEPHONE NUMBER OF AUTHORIZED GOVERNMENT REPRESENTATIVE

32d. PRINTED NAME AND TITLE OF AUTHORIZED GOVERNMENT REPRESENTATIVE

208 2 of

B.1 BRIEF DESCRIPTION OF SERVICES

Requesting contractor support to provide operations and maintenance of an existing IT data and payroll and personnel processing functions including but not limited to IT pay generation, disbursement, and officer personnel system.

B.2 TYPE OF CONTRACT

The anticipated contract type is a Firm-Fixed Price

B.3 SEVERABLE SERVICES

The services acquired under this anticipated contract are severable services. Funds are only available for use for the contract line item (CLIN) to which they are obligated. Unused funds from one CLIN may not rollover for use in other periods.

B.5 CONSIDERATION AND PAYMENT

In consideration of satisfactory performance of the work as described throughout this contract, the Contractor shall be paid a fixed price for each CLIN (if exercised). If the options are exercised, funding will be obligated by modification to the contract. The base period and option periods are priced as follows:

Base Period - Period of Performance (PoP) Base Option CLIN 1001- November 1, 2024 to December 31, 2024 , Base CLINs 1002/1004: January 1, 2025 to July 1, 2025, Base CLINs 1003/1005: July 2, 2025 to December 31, 2025

Base Period, CLIN 1 Description Period of

Performance Fixed Price

Base Option CLIN 1001 Transition-In Services 2 Months Base CLIN 1002 Active Duty Personnel and Payroll 6 Months Base CLIN 1003 Active Duty Personnel and Payroll 6 Months Base CLIN 1004 Payroll/Personnel Policy Mandated

Enhancements 6 Months

Base CLIN 1005 Payroll/Personnel Policy Mandated Enhancements 6 Months

Base Option CLIN 1006 Transition-Out Services 2 Months Base Option CLIN 1007 Ready Reserve Personnel and Payroll 6 Months Base Option CLIN 1008 Ready Reserve Personnel and Payroll 6 Months

Option Period 1 - Period of Performance (PoP) January 1, 2026 – December 31, 2026

Option Period 1 Description Period of

Performance Fixed Price

Option Period 1, CLIN 2001 Transition-In Services 2 Months Option Period 1, CLIN 2002 Active Duty Personnel and Payroll 12 months Option Period 1, CLIN 2003 Payroll/Personnel Policy Mandated

Enhancements 12 months

Option Period 1, CLIN 2004 Transition-Out Services 2 months Option Period 1, CLIN 2005 Ready Reserve Personnel and Payroll 12 months

Option Period 2 - Period of Performance (PoP) January 1, 2027 – December 31, 2027

Option Period 2 Description Period of

Performance Fixed Price

Option Period 2, CLIN 3001 Transition-In Services 2 Months Option Period 2, CLIN 3002 Active Duty Personnel and Payroll 12 months Option Period 2, CLIN 3003 Payroll/Personnel Policy Mandated

Option Period 2, CLIN 3004 Transition-Out Services 2 months Option Period 2, CLIN 3005 Ready Reserve Personnel and Payroll 12 months

Option Period 3 - Period of Performance (PoP) January 1, 2028 – December 31, 2028

Option Period 3 Description Period of

Performance Fixed Price

Option Period 3, CLIN 4001 Transition-In Services 2 Months Option Period 3, CLIN 4002 Active Duty Personnel and Payroll 12 months Option Period 3, CLIN 4003 Payroll/Personnel Policy Mandated

Option Period 3, CLIN 4004 Transition-Out Services 2 months Option Period 3, CLIN 4005 Ready Reserve Personnel and Payroll 12 months

Option Period 4 - Period of Performance (PoP) January 1, 2029 – October 31, 2029

Option Period 4 Description Period of

Performance Fixed Price

Option Period 4, CLIN 4001 Transition-In Services 2 Months Option Period 4, CLIN 4002 Active Duty Personnel and Payroll 10 months Option Period 4, CLIN 4003 Payroll/Personnel Policy Mandated

Enhancements 10 months

Option Period 4, CLIN 4004 Transition-Out Services 2 months Option Period 4, CLIN 4005 Ready Reserve Personnel and Payroll 10 months

Contract Period Fixed Price Base Period Total Option Period 1 Total Option Period 2 Total Option Period 3 Total Option Period 4 Total TOTAL Potential Value Inclusive of all CLINS

Payment shall be made upon the delivery and acceptance of the services required in accordance with the following payment schedules:

***Contractors to propose the Base payment schedules. Additional payment schedules may be proposed prior to exercise of any option or optional CLINS.

SECTION C - Description/Specifications/Statement of Work

C.1 PEFORMANCE WORK STATEMENT

Integrated Personnel and Payroll (IPP) Services for Officers of the Commissioned Corps (CC) of the U.S. Public Health Service (USPHS)

1 OVERVIEW

The United States Public Health Service is seeking vendor proposals to provide operations and maintenance of an existing IT data and payroll and personnel processing functions including but not limited to IT pay generation, disbursement, and officer personnel system. The current system interfaces with other HR systems and the US government Treasury department. The primary objective is to transition to a new service provider who will maintain the current IT technical services and to include the professional services for operations and maintenance of an existing payroll and personnel system data, output, and processing functions. This Performance Work Statement (PWS) outlines the requirements for transitioning to a new service provider while maintaining the existing IT data and payroll and personnel processing functions. The selected vendor must demonstrate expertise in system administration, project management, on-going IT support services, personnel and payroll processes and policies, cloud migration strategy and adherence to government regulations and standards. Compliance with the terms of service, SLAs, and performance metrics outlined within this PWS are essential for the successful execution of this contract.

2 TRANSITION AND OPERATIONS AND MAINTENANCE (O&M) SUPPORT

2.1 TRANSITION-IN PERIOD - There shall be a 60-day transition-in period initiated at the time of contract award. During this transition period, the contractor shall work with the Government and the outgoing contractor to minimize disruption of services and successful transference of personnel and payroll processing services.

2.1.1 During the Transition-In Period, the Government will require the Contractor to provide transition services beginning on an agreed upon date between the Government and the new contractor. During this period, staff from the incumbent supplier1 and/or contractor shall be available to familiarize and train the new supplier staff to assume daily operations and maintenance by January 1, 2025. The new supplier’s transition plan shall outline the supplier’s methods and means to provide adequate coverage to ensure uninterrupted service, their process to manage the transition effectively and efficiently administratively for completion within 60 days post contract award.

2.2 COLLABORATION WITH OUTGOING CONTRACTOR

2.2.1 The new contractor shall work collaboratively with the outgoing-incumbent contractor service provider to ensure a seamless transition of the transitioned activities, including participation in transition meetings, coordination of the transfer of activities, and identification and accounting for other tasks required for a successful transition.

1 Supplier and Contractor are used interchangeably throughout this Performance Work Statement.

2.2.2 Once the incoming contractor is fully operational, all outstanding/ accepted assessments by the Government will be transferred for completion by the incoming contractor.

2.2.3 The contractor shall be prepared to accept reviews at the conclusion of the Transition- In period.

2.3 CONDITIONS FOR TRANSITION COMPLETION

2.3.1 The contractor must successfully complete Government assessments and meet the following conditions, no later than 60 days post contract award (i.e., end of the Transition-In period), before the contractor is able to begin accepting and completing personnel and payroll processing tasks and operations.

2.3.2 All key positions, including but not limited to Project Manager, Software Developers/Programmers Software Architect, UI/UX Software Designer, Quality Assurance Specialist, SCRUM Master, Business Analyst, IT Security Specialist, Database Administrator/Programmer, and help desk support, for all labor categories have been fulfilled and/or security vetting and badging completed.

2.3.3 Obtain and maintain the Authority to Operate (ATO) for a Secure File Transfer Protocol (SFTP) data server and/or other methods approved by OASH IT Services to receive payroll and personnel data.

2.3.4 Obtained the required connectivity to the various systems i.e., Treasury Department, refer to SLA attachment included for detailed connections required.

2.4 O & M SUPPORT

This section is dedicated to outlining the required ongoing operations and maintenance (O&M) support services to be provided by the new contractor after the successful transition period. The contractor is expected to ensure the continued functionality, security, and reliability of the personnel and payroll processing, IT and Administrative functions including but not limited to:

• Regular system maintenance and updates

• Helpdesk support for users

• On-going operations

• Incident management and resolution

• Security monitoring and compliance

• Performance optimization

• Disaster recovery planning and execution

• Documentation maintenance and updates

• Collaboration with government stakeholders for system enhancements and improvements

• Adherence to service level agreements (SLAs) and performance metrics outlined in the contract.

• The contractor should provide detailed plans, procedures, and resources for executing these O&M support services effectively and efficiently, ensuring the uninterrupted operation of the IT systems and compliance with all relevant regulations and standards.

3 KEY TECHNICAL TRANSITION REQUIREMENTS AND PROPOSAL ELEMENTS

3.1 Transition Process and Schedule: Detailed schedule for transition of IPP processing and associated functions including major/minor milestones ensuring completion within no less than 60 days.

3.2 During the Transition-In period, the Contactor will define the roles and responsibilities of the new contractor, existing vendor, and government agency including communication channels, tools, and escalation methods.

3.3 System Administration and Project Management Support: Program Management Plan (PMP) defining organizational resources, processes, and procedures associated with program management and execution.

3.4 Establishment of reporting forums aligned with processes to report on task status and ensure full disclosure of execution progress.

3.5 Quality Management: Perform quality assurance as a process, monitoring the overall plan, procedures, and controls to maintain a satisfactory quality system.

3.6 On-going Support Services: Program Roadmap/Schedule in accordance with the PMP, including key decisions, software life cycle activities, test activities, integration activities, training activities, task dependencies, and risk reduction/mitigation activities.

3.7 Risk Management: Establish, document, and conduct a risk management process in compliance with HHS standards that mitigates program risks during transition, assumption of IPP processing and associated functions and provides metrics to monitor risk status.

3.8 Conditions for Successful System Handover: Uninterrupted payroll and personnel services and/or processes ensuring continuity of operations.

3.8.1 Success Factors:

3.8.1.1 All critical functions to process personnel and payroll are operational.

3.8.1.2 Data integrity is maintained throughout the migration process.

3.8.1.3 Users can access and utilize the personnel and payroll system without system disruption.

3.8.1.4 Adequate training is conducted for relevant stakeholders to ensure operational proficiency with the payroll and personnel system.

3.8.1.5 Success completion of payroll and personal solution test by December 16,

3.8.1.6 Complete security testing and assessment against threats and vulnerabilities.

3.9 Compliance with government financial stewardship regulations.

3.10 Compatibility with existing infrastructure and data maintenance.

3.11 Potential Teaming or Subcontracting Arrangements supporting, 4–8-week transition window, base year and up to 4 option year periods.

3.12 Training and Knowledge Transfer: Identification of training needs for the new vendor’s staff, incumbent vendor, and government personnel involved in the transition, including the transfer of knowledge and associated documentation (user manuals, how to guides etc.).

3.13 User Manuals and How-To Guides. The contractor shall create user manuals and/or How-To guides to document the processes and/or functions for the new provider’s personnel and payroll solution.

3.14 Procedures for Quality Assurance, Testing, and Validation: Testing and validation procedures ensuring accuracy of data, security, and system reliability upon completion of the transition.

3.15 Identification of Potential Risks and Mitigation Strategies: Identification of potential risks and challenges with the transition process, with outlined mitigation strategies to minimize disruption and ensure continuity of services.

3.16 Terms of Service, Service Level Agreements, and Performance Metrics: Service Level Agreements (SLAs), performance metrics, and dispute resolution mechanisms.

3.17 Government Requirements (GFI/GFE): The contractor will utilize hardware, software, and IT services provided and/or approved by the Government to support the services required in this PWS. The contractor will be restricted to the use of Government-provided software applications and tools, with justification and Government approval for additional and/or external applications and tools.

3.18 Program Management activities will span all contract tasks, including establishment and implementation of a Program Management Plan (PMP), Contractor Quality Control Plan (QCP), and risk management processes.

3.19 Cloud Migration Strategy: Describe the strategy for migrating the existing system to the cloud, including ATO certification costs and successful industry approaches to transition support and services.

3.20 Additional Information Required for Cost Proposal: Identify any additional information required by the offeror to propose estimated costs for transition and O&M.

4 INTRODUCTION

The U.S. Public Health Service Commissioned Corps (USPHS) is an elite team of more than 6,000 full-time and reservist of well- trained, highly qualified public health professionals dedicated to delivering the Nation's public health promotion and disease prevention programs and advancing public health science. Corps officers serve in a variety of positions throughout the U.S. Department of Health and Human Services (HHS) and certain non-HHS Federal agencies and programs that focus on key areas of disease control and prevention; biomedical research; regulation of food, drugs, and medical devices; mental health and drug abuse; health care delivery; and international health.

As one of America's eight uniformed services, the Commissioned Corps fills essential public health leadership and service roles within the Nation's Federal Government agencies and programs. The Corps has officers in many professions, including:

• Physician

• Nurse

• Dietitian

• Health Services Officer

• Scientist/Researcher

• Veterinarian

• Dentist

• Pharmacist

• Engineer

• Environmental Health Officer

• Therapist

5 SCOPE OF WORK

The Department of Health and Human Services (DHHS) is seeking a vendor to provide operations and maintenance of existing IT data and payroll and personnel processing functions including but not limited to IT pay generation, disbursement, and officer personnel system. The vendor’s proposed solution system must be able to handle the collection of source documents, determination of all pay categories, gross-to-net calculations, and interface with all the various internal and external systems required to ensure the accurate disbursement of personnel resources, funds, and administration & maintenance of all related IT systems. Once successfully implemented, the system needs to be kept current: both for policy mandate updates, routine pay table adjustments and for changes to pay calculations as mandated by the Secretary of DHHS or Congress.

The scope of work includes validating the requirements with each Branch, the development of user stories, operations/process support, timeline management and workflow changes necessary to complete deliverables.

The Contractor is expected to draw on established methods, best business management solutions, practices, and Government/industry experience in applying application.

The system must provide functionality to meet the following current capabilities:

• Capability Goal 1: Scalable Platform with Business Intelligence

• Capability Goal 2: Accelerate Technology Modernization and Innovation

• Capability Goal 3: Enhance Data Integration and Networking

• Capability Goal 4: Data Management and Interoperability

• Capability Goal 5: Improve IT Management, System Standardization & Governance

The following are required functions that are performed for the Active duty, Ready Reserve and Retiree on the payroll and personnel system:

• Active-duty payroll

• Adverse Actions

• Assignments

• Awards

• Credentialing

• Electronic Official Personnel Folder (eOPF) DD214/215 Management

• Immunizations Tracking

• Leave & Absence Tracking

• Licensure tracking

• Medical Readiness

• New Hire/Call to Duty

• Officer Payroll Processing

• Officer profiles

• Officer self-service

• Agency Position Management

• Officer Promotions

• Readiness and Deployment compliance

• Retirements & Separations

• Security Clearance Tracking

6 BACKGROUND

Payroll services are currently provided in-house human resources (HR) personnel of U.S. Public

Health Service (USPHS) Commissioned Corps Headquarters (CCHQ) using a cloud-based software system, that collects data from source documents through user-accessible transactions, calculates gross compensation as well as gross-to-net disbursements. Personnel orders are processed by the HR staff who collect records, maintain files, and perform personnel related transactions using the integrated personnel order and payroll system.

HR personnel are responsible for overseeing payroll operations and transaction. The Office of Assistant Secretary of Health (OASH) IT Services is responsible for overseeing development, integration, modification, or operations and maintenance of OASH’s information ecosystem. CCHQ is responsible for the overall procurement, administration, management and/or operations and maintenance of the integrated personnel order and payroll system by overseeing the production of the USPHS Commissioned Corps officer’s payroll using the existing cloud-based software system.

After each monthly payroll is computed, validated, and certified, Financial Services Branch (FSB) within CCQH transmits all payroll to the Department of Treasury for disbursement as part of post payroll transactions and tasks.

Commissioned Corps Personnel and Payroll System (CCP). CCP is the web-based, real-time, workflow enabled, personnel and payroll management system providing electronic initiation and processing of military personnel actions, computing compensation, and maintaining personnel and payroll records for Active duty, Ready Reserve, and retired Officers of the USPHS Commissioned Corps. The CCP system provides a full range of services from call to duty through Retirement/resignation.

OASH IT Services is responsible for maintaining all Corps–specific information technology systems including COPS10GDB and subsystems e.g. CCMIS, Payroll, Readiness (COER), AES/ATS, and HR Applications, that support officer recruiting, call to duty, separations, retirements, promotions, assignments, readiness, deployment, including the public-facing USPHS website (www.usphs.gov), and the business operations site (dcp.psc.gov) through which officer records and leave management systems are accessible. Dashboard for Leave Management and tracking per unit or region. Leave management is currently also accessible directly via phsleave.lyceum.com. Regarding payroll, the OCIO collects records, maintains files, audits individual payees, performs payroll transactions using CCP and administers a system of basic pay, allowances, and special or incentive pay for active duty USPHS officers. The Financial Services Branch provides these services in coordination with the Departments of Defense (DoD), Department of Veterans Affairs (VA), Coast Guard, United States Department of the Treasury Personnel Support Center, and Social Security Administration.

Commissioned Corps Headquarters (CCHQ) collects records, maintains files, and performs personnel related transactions using the existing solution.

7 CURRENT SYSTEM OVERVIEW

The current payroll and leave system are a web-based application running on servers housed in an off-site collocation facility. It provides for data input from personnel and payroll source documents.

The transactions are edited at point of origin and then combined with any other input documents for that employee to determine all changes since the last instance. Pay determination is by exception only; the default is to receive the same pay as the previous (monthly) cycle. In addition to proactive changes, the system can detect changes due to longevity milestones. These longevity changes occur for both base pay and several types of specialty pay to which an officer may be entitled.

http://www.usphs.gov/

The system stores large tables provided by the Department of Defense (DoD) to determine the amount of housing allowance to which officers are entitled based on their grade, dependent status, and duty station zip code. Because officers can be called to duty, transferred, or separated at any point during the payroll cycle, the system must be able to determine prorated earnings for all categories of pay. As supporting documentation may arrive after the fact (e.g., change in marital status), the system shall be able to perform retroactive adjustments for, at a minimum, all pay cycles in the current tax year. The replacement system should be web-based using modern tools according to accepted standards. It must allow for different levels of administrative and user roles and responsibilities. Certain transactions that do not affect an officer’s gross pay (e.g., tax withholding, payroll address, savings allotment) should be available via Self-Service.

Transactions that require review and approval (e.g., dependent certification) should be initiated by the officer and forwarded to a payroll technician before being finalized. Other transactions (e.g., bonus pays) are initiated and/or approved by members of the officer’s organization prior to being forwarded to the payroll technician. The system should display an earnings statement on the web that shows each element of pay, both current and year-to-date, indicate whether the element is taxable or non-taxable, and each deduction and allotment to gross pay. Before the end of January each year, the system should display the officer’s W-2 statement. Both the earnings statement and W-2 should be available for printing. The database engine should be accessible for standard and ad-hoc reports using commercially available packages.

The current system stores all the data necessary to perform gross-to-net calculations and maintain both taxable and non-taxable earnings. It performs federal, state, and local tax calculations using tables provided by a third-party vendor. It creates output files for Electronic Funds Transfer (EFT) transactions to banks, insurance companies, Thrift Savings Plan, charities, U.S. Savings Bonds, tax entities, etc. It provides output data in a format suitable for auditors and historical review. It does not dispense funds but rather provides data to the U.S. Treasury in predefined formats. The existing system has interfaces to numerous internal and external data systems from varying technology platforms and solutions.

8 CONSOLIDATED SYSTEM OVERVIEW REQUIREMENTS

The Offeror shall continue to provide a consolidated solution for the USPHS Commissioned Corps Personnel, Readiness, Deployment and Payroll system to comply with the personnel and payroll processing requirements of the United States Public Health Service, also known as the Commissioned Corps. This consolidation places USPHS Commissioned Corps personnel processing, Active-Duty payroll, Ready Reserve payroll under one system. A single, standardized system that consolidates USPHS Commissioned Corps personnel and readiness processing, active-duty payroll, and ready reserve payroll reduces security risks and cost. The Contractor shall provide the necessary skilled staff to perform the following services:

8.1 PERSONNEL PROCESSING

The U.S. Public Health Service Commissioned Corps Headquarters (CCHQ) has consolidation and migrated payroll and certain essential personnel functions to one system.

The following personnel processing functions have been migrated and currently operates in a cloud-based environment.

• Active-duty payroll

• Adverse Actions

• Assignments

• Awards

• Credentialing

• Electronic Official Personnel Folder (eOPF) DD214/215 Management

• Immunizations Tracking

• Leave & Absence Tracking

• Licensure Tracking

• New Hire/Call to Duty

• Officer Payroll Processing

• Officer Profiles

• Officer Self-service

• Position Management

• Promotions and Evaluations

• Readiness Compliance

• Retirements & Separations

• Security Clearance Tracking

Upon receipt of source documents, personnel transactions are entered by the Human Resource Specialists (HR Specialist – Military) in the Assignments Team of the Commissioned Corps Headquarters (CCHQ) into the same software system that is fully integrated with the payroll system. The data from the software system will be system-agnostic. Because many personnel transactions immediately affect pay, vendors shall describe how the offered solution will continue to shall integrate personnel transactions with pay rules. Within a given month, no less than 1500 personnel transactions processed. Vendor shall meet with Financial Services and other operational Branches to identify capabilities and develop solutions for continuous self-service personnel and payroll functionality.

9 MANDATORY FUNCTIONALITY REQUIREMENTS

The following are mandatory continued functionality and continuity of service requirements for the new provider solution at time of Transition and/or Go-live:

9.1 ASSIGNMENTS

The assignments include transactions run as a result of: Transfers (Permanent Change of Station), Position Updates, Temporary Duty assignments, Amendments to personnel orders, Cancellation of personnel orders, Prior Service Data Management (both Active Duty and Civil Service), Duty Station Address Changes, ADMIN Code Changes, Board Certified Pay, Name Changes, Extension/Removal of Limited Tours, Retirements, Separations/Terminations, Promotions, Miscellaneous Orders, Active Duty Deaths, Close Out Personnel Orders, Electronic Official Personnel Folder (eOPF) DD214/215 Management, Board Member Appointments & Extensions, AWOLs, Non-Duty with Pay, Blanket/Individual Details, Long & Short Term Training, PIR Correction and maintenance, Licensure Database, Lump Sum Leave calculations and Statement of Services (following Active Duty, Ready Reserve, Retirement or Separation).

9.2 SYSTEM GENERATED SIGNATURE

The solution shall provide the functionality for a system generated signature for the CCHQ Director in the issuance of Personnel Orders. The contractor shall provide and execute the functions needed to add additional system generated signature fields as needed.

9.3 LEAVE & ABSENCE TRACKING

Leave and absence tracking shall be fully integrated in the offered system as per the policies and procedures related to annual leave for officers in the Commissioned Corps of the U.S. Public Health Service dcp.psc.gov/ccmis/ccis/documents/CC362.01.pdf. Additionally, an on-line leave and earnings statement will be available for viewing and printing by the active-duty and ready reserve officers through their self-service accounts. The consolidated administrative system should allow HR Specialists to enter and manage, store the necessary documentation for, and produce reports on, current Leave and Absence for each active-duty and ready reserve officer. The consolidated administrative system should include a form 1373 automation feature for terminal leave processing by the http://dcp.psc.gov/ccmis/ccis/documents/CC362.01.pdf

Personnel Career Management and Separations and Assignment Branches. The design should include the development of users stories, timeline management and workflow changes. The consolidated administrative system should provide for an extension of the Terminal Leave function. This enhancement should include the automation of the functions used in the Separation Process in accordance with Policy (CCI 387.01 – Separation of Commissioned officer).

The offered solution shall provide an application whereby Active Duty and Reserve Corps officers who are considering separation, can request a current report, showing their unique data. This application must individually determine a retiring officer’s pay rate is through a Retirement Calculator function.

These functions automate the manual processing currently performed by staff in the Medical Affairs, Personnel Career Management, Financial Services and the Separations and Assignment Branches. The scope of work includes the development of user’s stories, operations/process support, timeline management and workflow changes necessary. The scope of work should include the development of user stories that eliminate errors and prepare all documents; timeline management and workflow changes necessary to complete deliverables in addition to a testing environment for stakeholders. In addition, the system shall provide the leave approver/designee with a collective leave calendar of all leave for all officers assigned to the approver.

9.4 DIVESTMENT ANALYSIS

The consolidated administrative system should provide for an extension of the Terminal Leave function. This functionality should include the automation of the functions used in the Separation Process in accordance with Policy (CCI 387.01 – Separation of Commissioned officer).

The offered system shall provide an application whereby Active Duty, Ready Reserve officers, who are considering separation, liaisons, and CCHQ Separation Specialist will be provide a report containing the unique data of the Separating officer. This application must individually determine the separating officer’s pay rate is through a Retirement Calculator function. When encountering a resignation, the application will utilize source data and Commissioned Corps business rules to compute the creditable service time, any Officer indebtedness based on service or financial obligation contracts (long-term training, special pays, etc.). Upon completion, the offered system must produce a report indicating what will occur upon resignation, retirement or termination as well as provide data metrics reporting that is editable and exportable. The scope of work should include the development of user stories that eliminate errors and prepare all documents, timelines management and workflow changes necessary to complete deliverables and provide a sandbox and test platform for users to interface before going live to production.

9.4.1 DD-214 INTEGRATION

The consolidated administrative system should include an electronic integration whereby officer’s work history and other data are electronically and securely transferred to downstream applications, including the DD214.

The DD-214 integration should include access on the self-service portal for retired/separated officers. The offered solution will continue to include a curated set of data analytics formatted for easy ingestion to 1) measure progress towards Force Distribution and 2) facilitate resultant actions to drive alignment with Force Management policy mandates.

9.5 OFFICER SELF-SERVICE

The consolidated administrative system will include a self-service module that will allow Officers secure access to manage a wide range of activities including adding and updating contact information, view payroll data and forms (e.g., monthly payroll information and transactions, federal and state forms). The designed system will include a dashboard for Helpdesk Self and Financial Services Branch to manage incoming officer requests. The self-service will allow officers access to view their payroll data (W4, state tax, allotments, net check to bank, etc.), and online access to view, print and manage personal information at any time and from mobile devices.

Additionally, the self-serve system should include functionality for End of Year (EOY) Social Security Adjustments which will include functionality for moving OASDI to Indebtedness Loan.

THE RANGE OF SELF-SERVICE FUNCTIONS MUST INCLUDE:

• Absence/Leave Requests

• Benefits

• Contact Information

• Demographic Data

• Education

• Emergency Contacts

• Active Duty Pay

• Retirement Information

• Tax Set-Up Information

• Thrift Savings Plan (TSP) Change Function

• Peer Review of Results

• IRS and SSA Reporting

• Employment Verification Letter

• Cost Estimation Letter

• DD214 for retirees/separated officers

9.6 OTHER SELF-SERVICE

The consolidated payroll and personnel administrative system will include Other Self- Service module that will allow Officers secure access to manage a wide range of activities. The range of functions must include:

• Personal awards

• Award Eligibility

• Position history

• Readiness compliance

• Officer Mobilization and Deployment Tracking

• Deployment Orders Dashboard

• Security clearance

• Skills and training

• Immunizations

• License & certifications

• Medical examinations

• Upload of Transcripts for degrees acquired after the Call to Duty

9.7 POSITION MANAGEMENT

The consolidated payroll and personnel administrative system will include a position management function that separates the concept of a position from that of a job and a person in a role. The position management function must provide to the HR Specialist of CCHQ the ability to add, modify, store and report on the organization structure, jobs, and unique attributes and associated number of a position. The system must have an efficient process to create and maintain positions, as well as display all officers in a position across our entire organization.

9.7.1 1662 AUTOMATION

The consolidated administrative system should automate the 1662 Personnel Action Form. The outcome is a digitized and streamlined process that modernizes user interactions with standard administrative tasks, such as CAD, Billet Change, Transfers, etc. This automation should remove much of the manual processing done by the Call to Active Duty and Recruitment, Personnel Career Management, Reserve Corps and Separations and Assignment Branches. The offered solution will continue to shall include data analytics enabling transparency, management oversight and visibility. The scope of work includes development of user stories that eliminate errors;

preparation of all forms; integration with officer’s electronic folders; timeline management and workflow changes necessary to complete deliverables

9.8 READINESS AND DEPLOYMENT COMPLIANCE

The consolidated administrative system will allow the Medical Affairs data entry team to update an officer’s profile with new information on Medical Evaluation, Immunizations and Licensure and Certification.

Active-Duty and Ready Reserve officers must be given the opportunity to view their present and projected readiness status and maintain the information necessary to achieve a basic-level of readiness. These include Annual Physical Fitness Test, Basic Life Support, Deployment Role, Five-Year Medical Evaluation, Immunization, Licensure and Certification, and Waivers (medical and non-medical).

If an officer’s current or projected readiness status is not compliant, the system must clearly show the officer the specific reason for non-compliance to facilitate correction. The HR Specialist of CCHQ must be allowed to view all readiness compliance information in accordance with USPHS standards.

9.9 ACTIVE DUTY AND READY RESERVE PAYROLL

The Commissioned Corps operate two payrolls on an exception-based nature, determining monthly pay for Active Duty and Ready Reserve Officers. The offeror’s solution shall produce timely and accurate pay on a monthly basis for all 6,000+ Active Duty and Ready Reserve Officers. The descriptions below provide a conceptual overview of the key components of the desired payroll solution.

9.9.1 Payroll Calendars & Pay Statement

For active-duty officers, each pay period begins on the first day of each calendar month with officers being paid on a 30-day month. That is, payday for active-duty officers is typically the first day of the following month, or the previous workday, if the first day of the month is not a workday. In rare cases, Active-duty officers are paid twice in December on the first and last workday of the month. Pay statements will be mailed monthly to be received by officers no later than the first day of the following month.

9.9.2 Calculation Engine

9.9.2.1 Pay Rules

• The offeror’s payroll engine shall support the Commissioned Corps pay rules including, its payee classes, wage tables, source to net calculations and post-tax computations. In accordance with Congressional mandates, rules may be added, removed, or amended to fit changing criteria within the Corps.

• Pay rules shall work in conjunction with the 300+ Nature of Actions (NOAs) – the payroll and personnel transactions – used by the Payroll Technicians and HR Specialists who process changes to selected Officer’s pay daily.

• Pay rules shall support Special Pays as applied to the various categories of Officers, including Medical, Dental and Contract Special Pays.

9.9.2.2 Retroactive Processing

The offeror’s solution must support retroactive processing such that transactions may be entered with effective dates prior to the current period, even prior periods in earlier tax years. In this event, the offeror’s system shall calculate the adjustments to pay.

The collection of retroactive overpayments shall be negotiated with the Officer in accordance with Commissioned Corps policies and procedures, while the disbursement of retroactive underpayments shall be taxed in the current period, in accordance with IRS regulations, specifically those documented in IRS Publication 15, Circular E: Employer’s Tax Guide.

9.9.2.3 Future Dated Processing

The offered solution will continue to support transactions entered with effective dates in future pay periods, even in subsequent tax years. In this event, the offeror’s system shall calculate the adjustments to pay when that future period becomes effective.

9.9.2.4 Annual Calculations

Once successfully implemented, the offered system must be kept current, both for routine pay table adjustments and for changes to pay calculations as mandated by the Secretary of DHHS or Congress. The offered solution will continue to support annual adjustments to the following tables which inspire calculations to all payees: Base Area Housing (BAH), Base Area Subsistence (BAS), Base Pay, Cost of living adjustment and the Veteran’s Administration benefits. In addition, the solution shall support adjustments to standard amounts for FICA, Thrift Savings Plan, Taxes, etc.

9.9.3 Active-Duty Transaction Processing

The modification of pay is by exception only; the default is to receive the same pay as the previous (monthly) pay period. The likely cause of a pay change is modification to the Officer’s data, caused by execution of a transaction – known as a Nature of Action, or NoA. Within a given month, the number of transactions processed range from a minimum of 2,500 to twice that amount, and possibly more. The offered system shall be structured to support this processing capacity.

Transactions are categorized by type and belong to four (4) functional areas:

Compensation, Personnel, Retirement and System.

9.9.3.1 Active-Duty Compensation

Payroll services are currently managed by the Payroll Technicians within the CCHQ, FSB using a proprietary software system with a web-based graphical user interface. Vendors shall replace this system, which collects data from source documents summarizing changes to pay. These transactions fall within the following categories:

• Administrative – One-time payment, Payroll Address Change, etc.

• Entitlements – Lump Sum Leave, Quarters Allowance, etc.

• Deductions – Bonds, Charity Allotment, Federal/State taxes, garnishments, etc.

• Benefits– Insurance Allotment, Life Insurance, Thrift Savings

Plan, etc.

• Retirement – Retire an Active Duty Officer, Start/Stop retirement pay, Annuity setup, former spouse setup, etc.

• Special Pays – Accession Bonus, HPSP, Hazard Duty, Imminent Danger, etc.

9.9.3.2 Active-Duty and Ready Reserve Personnel

Upon receipt of source documents, personnel transactions are entered by the Human Resource Specialists (HR Specialist) of the CCHQ Assignments into the same proprietary, software system is fully integrated with the payroll system. As many personnel transactions immediately affect pay, vendors shall describe how the offered solution will continue to integrate personnel transactions with pay rules. Within a given month, the number of personnel transactions processed range from a minimum of 1,500 to twice that amount, and possibly more.

The number of personnel transactions fall within the following categories:

• CAD – Call to Active Duty, Assimilation into Regular Corps, etc.

• Transfer – from/to Billet, Program and/or Station, etc.

• Grade Change – Permanent or Temporary Promotion or

Reversion

• Separation – Death, Termination, or Retirement

• Miscellaneous – Address Change, Permissive Order, etc.

• Other – Long-Term Training, Short-Term Training, Statement of Service.

9.10 Workflow Processing

9.10.1 Peer Review

Each transaction updates different data elements. The data elements modified in each transaction must be viewed and validated by at least 2 experienced personnel within CB or DCCA. Given the volume of data changes and transactions processed each month, the HR Specialists and Payroll Technicians have come to rely on an ordered peer review and supervisory approval (workflow) process. Within workflow, data changed in each transaction undergoes peer review, and possibly supervisory approval, before being permanently committed to the database.

9.10.2 Personnel Orders

For personnel transactions, the offered system shall produce an accompanying legal document

A Personnel Order (PO) document – typically fitting on a single sheet of paper, which shall be electronically stored on each officer’s record within the system.

The contents of the PO shall differ from transaction to transaction, reflecting the transaction type, data elements within the transaction and the individual data of that Officer. Each PO shall be finalized and stored only after the transaction has successfully been processed through the peer review and supervisory approval stages. Secure access to personnel orders by users with differing roles is mandatory requirement of the offered solution.

9.10.3 Personnel Order Close Process

For personnel transactions, the offered system shall produce an accompanying Personnel Order (PO) document – typically fitting on a single sheet of paper, which shall be electronically stored on each officer’s record within the system.

The contents of the PO shall differ from transaction to transaction, reflecting the transaction type, data elements within the transaction and the individual data of that Officer. Each PO shall be finalized and stored only after the transaction has successfully proceeded through the peer review and supervisory approval stages the PO CLOSE process.

For personal transactions, the offered system shall interconnect the CCP and eOPF systems such that personnel orders and supporting documents are processed and stored electronically, without manual intervention (printing, scanning, or filing). Specifically, the system must allow Reviewers of Nature Actions (NoA) to upload files (supporting documents) to the NoA such that the files will be stored along with Personnel Order (PO).

9.10.4 Personnel Order Amendment Process

From time-to-time new information is received regarding a CLOSED transaction, forcing that transaction to be significantly modified, invalidated, or run on a different effective date. The vendor shall describe how the offered solution will continue to support this requirement.

9.10.5 Personnel Data – ORACLE Interface

The data modified by transactions that are in CLOSED status are electronically transmitted to the Commissioned Corps Management Information System (CCMIS) application on a periodic basis. The offered system should support this real-time transfer of data using a secure interface, preferably the SOAP protocol.

9.10.6 Retirement from Active Duty

The Commissioned Corps operates two payrolls on an exception-based nature, determining monthly pay for Active Duty and Retired Officers. Each month approximately 10 to 45 officers retire from Active Duty and shall begin to receive pay in accordance with one of four retirement plans: Final Pay or High 36, Redux/CSB, Blended Retirement.

In addition, officers may retire on temporary or permanent disability. A retiring officer’s pay rate is individually determined through a Retirement Calculator function that utilizes source data and Commissioned Corps business rules to compute the creditable service time. This calculator simultaneously functions as a base pay determination for officers newly on active duty, who have creditable service to begin receiving pay at the appropriate level. The offered solution will continue to support both active duty and retirement functions of the Retirement Calculator, its rules, processes, and reports.

The consolidated administrative system should provide for an automation of the Mandatory and Medical retirement as well as Involuntary Terminations.

These functions should automate much of the manual processing done by the Medical Affairs, Personnel Career Management and Separations and Assignment Branches. The scope of work should include the development of user stories that eliminate errors and prepare all documents; timeline management and workflow changes necessary to complete deliverables.

9.10.7 Blended Retirement System

On January…